pbp High Performance Buildings in Universities and Colleges

pbp High Performance Buildings in Universities and Colleges High Performance Buildings in the Commercial and Public Sector By Ken Gray Performance Building Partnership

CIBSE Intelligent Buildings Group The principal terms of reference are; • Assessment of whole life value of intelligent buildings. • Innovative approaches such as smart materials and nanotechnology, and embedded sensor technology. • Development of strategy for healthy and sustainable buildings using appropriate levels of technology • Integration strategies for products (systems), processes and people

pbp CIBSE Intelligent Buildings Group • An intelligent building is one that provides a productive and cost-effective environment based on three basic elements: 1. 2. 3. People (services users/facilities management) Products (fabric, structure, facilities) Processes (automation, control, systems, maintenance, performance) and the interrelationships between them. • Intelligent Buildings help building owners, property managers and occupants realise their goals in the areas of costs, lifetime energy management, well-being, convenience, safety, long term flexibility and marketability to achieve buildings which have high social, environmental and economic values.

pbp Case Study from 2000 ABB Zurich – Corporate Headquarters The Cityport Experience Ref and further information visit www. performancebuildings. ch Performance Building Partnership

pbp VII „visitor“ for a short while VI „placement“ for a defined time V „placement“ for a defined time visitor for a short while III frequent traveling > 50% constantin zurich frequent traveling < 50% II I IT Office Solution Architecture Process Integration Communication Connectivity Motivation Supporting Infrastructure Flexibility Representation Public Area Social Area Meeting Area Creative Area Quiet Area Systems Integration Layer 5 User Types Layer 4 Use Cases Layer 3 Building Requirements (functional needs) Layer 2 Integration and application Framework based on systems integration IT. Layer 1 Room concepts concentrating on formal and informal communication Performance Building Partnership

pbp Layer 5 - User Types constantin zurich I 50 % ABB Worldwide Employee External Partner Visitors II frequent traveling < 50% 35 % III frequent traveling > 50% ABBZRH Employee 15 % 450 Persons visitor for a short while „placement“ V for a defined time „placement“ VI for a defined time VII „visitor“ for a short while Average 120 Persons Average 45 Persons 30, 000 Visitors p/y Performance Building Partnership

pbp Layer 3 – Building Requirements Formal Communication Motivation · Conferences take place between persons of all different user types. · Conferences within the user types IV to VII use the buildings meeting areas. o Conferences take place in large and small groups, though generally meetings are held with less than twelve participants. o Conferences will be technically supported but should not be technologically overloaded, which means technical equipment are used as tools. · Support of computer assisted aided presentations available in each meeting room. · A reservation system for the conference rooms must be accessible from multiple locations. · The work place station atmosphere motivates the users and employees. · Aesthetic design · Forms and colors match harmoniously. · Emission of noise will be minimized at the work stations. · Visual discretion/privacy aides can be positioned if necessary. Performance Building Partnership

pbp Layer 3 – Building Requirements Flexibility Connectivity Supporting Infrastructure Representation · A dynamic company needs a dynamic working atmosphere. · Various types of office furniture should be easily attainable and must be user friendly. · No assigned / fixed work areas, infrastructure can easily be moved/adjusted to adapt to changing working environment. · Accessibility to information services in all areas of the building. · Access to ABB foreign information services and own internal ABB resources must be available. · Flexible wireless connections where necessary, else wired connections will be installed. · Intelligent telephone system differentiates automatically between Inhouse and Out-house usage. · Mobile telephone systems will be integrated in to the existing services. · Telephone connections for external users/visitors will be locally supported. · All services are offered on a uniform level and these services must function as a profit-center in order to ensure for proper calculation & billing procedures. · The „black boards“ are replaced by the information systems. These systems are accessible at designated info terminals. · The office supply distribution can be operated as a “Kanban” system. · Representation will be in two directions: o a) internal towards ABB employees o b) external towards business partners Bother parties’ needs must be considered in planning the corporate design Performance Building Partnership

pbp Cityport 11‘ 000 m 2 Merge 7 dispersed office facilities 450 Employees 44 Conference Rooms Conference Tower 3 rd Party Offices (meeting/social area) Offices (quiet area) Meeting Area Entrance (customer area) 3 rd Party Performance Building Partnership

Cityport: Room Concept pbp Performance Building Partnership

Cityport: Basement pbp Performance Building Partnership

Cityport: 1 st Floor pbp Infrastructure Areas Performance Building Partnership

Cityport: 2 nd – 5 th Floor pbp Infrastructure Areas Performance Building Partnership

Conference Tower pbp Room Level II Int. Conference Room Creative Room Briefing Room Performance Building Partnership

Performance Buildings pbp User Performance Building Partnership

pbp Facility Manager On Site Remote (Mobile) Enterprise Work Orders Energy Management Network Management Climate Control Energy+Comfort Inventory Space Planning Assets Access Control People Security Servers IT Performance Building Partnership

pbp Office Worker Performance Workplace Meeting Room Remote (Home) Room Environment Settings e. Learning MS Office Tools Virtual Meeting IP TV Unified Messaging Collaboration Room Booking Buying Convenience Services Performance Building Partnership

What is Performance Building All About? pbp Real-Time integration of automation, information, and collaborative business systems across the enterprise Performance Building Partnership

Performance Buildings. TM Solution Architecture Remote Operation Integral Meeting Room Energy Management Facility Management Visitor Management Building Portal ERP Move Mgmt Voice & Data Audio Visual People Circul. Elevator Security Utilities Layer 3 New End to End functional applications - for both office users and their service providers. Layer 2 Integration and application framework Systems Integration HVAC pbp Layer 1 Open architecture, IP based, modular and scaleable sub systems (from third parties). Building sub-systems Some of the strategic partners for Performance Buildings. Performance Building Partnership

pbp Performance Building Communication Architecture Performance Building Partnership

pbp Basic Infrastructure JACE-NP Web Supervisor Performance Building Partnership

pbp Performance Building Energy & Comfort Performance Building Partnership

Niagara Architecture Router pbp Web Browser Hub JACE-NP EIB, LON Pager or PDA Web Supervisor Multiple Site Router Hub JACE-NP Performance Building Partnership

pbp Performance Building People Circulation Performance Building Partnership

pbp People Circulation and Security System Automated Car Park Management Alarm Monitoring Workstation Single UI n Single Network Configuration Single Application n Single Code Door Held Granted Access Controller LNL-1000 Employee information Badge information Access information Events Alarms Multimedia (photo, signature) Biometrics (fingerprint, face, voice) Single Database n Duress n n • • • Database Server Badging Workstation Asset Controller n Assets Video Controller Video Information Event linkages Telephone System Presence based routing Intelligent call forwarding n Locations Burglar Controller n Burglar alarms Burglar information n Asset multimedia information Performance Building Partnership

pbp Performance Building Asset Management Performance Building Partnership

pbp Facility Management HELP DESK n phone n fax n internet n e-mail RESOURCES n site staff n mobile staff n client staff n sub suppliers SITES BUILDINGS LOCATIONS ASSETS CONTRACT MANAGEMENT (SLA’s, costs, conditions etc) PPM n installations n telephones n furniture n etc, etc TECHNICAL & INFRASTRUCTURAL ROOM BOOKING FM BMS’s Facilities Management System PROJECT MANAGEMENT SPACE PLANNING RE-ENGINEERING through information and knowledge Performance Building Partnership

pbp Performance Building Conferencing Performance Building Partnership

pbp Traditional Meeting Room • Significant Investment – Real Estate – Equipment – Man hours • Closed, Proprietary systems • Island solutions – Voice, Visual, Video, Data • Manual Processes – Booking – Catering – Ordering replacements Performance Building Partnership

pbp Integrated Meeting Room Video Conf. Telephone Room Environ. Beamer Catering • • • Sales Presentation Project Meeting Brainstorming Board Meeting War Room Training e-Learning Negotiation Interview etc Order Services Performance Building Partnership

Web. Pad pbp Personal Secure Access Performance Building Partnership

pbp Virtual Reception n Productivity gain for both user and service provider n Process-centric n System Integration with added functionality n leveraging of core technology such as skyva n Differentiator in Security (people circulation) offering n HMI product and Front-End to building (calling card and talking point) n SW Application Performance Building Partnership

pbp Video Communication Avistar Directory With Presence Avistar Conference Instant conferences Direct Connects – Active Speed Dials Avistar Media Server Store, retrieve and broadcast Avistar Global Directory Access Your Clients Avistar Shareboard Share data Usage Reports Monitor Call Volume and Trends Performance Building Partnership

pbp Cityport First Performance Building Partnership

Cityport Technical Infrastructure pbp • Access control, Digital video on IP platform • Building Automation (web based supervisor system) • Multiservice network – Business TV – Video Services • Mobile IP infrastructure (wireless network) • Virtual Reception • Facility Management = Efficient space utilisation Software Infrastructure = Operating cost reduction • Building Portal = Productivity increase Performance Building Partnership

Integration Unleashes the Value in Buildings Productivity Operating Costs Return on Investment pbp User End to End Process based Integration Operator • Energy Management • Enterprise Solutions Investor Lower First Costs Higher Flexibility Performance Building Partnership

pbp Advantage for Investors, Developer, Architects & Consultants People Circul. Audio Visual Voice & Data Move Mgmt ERP Building Portal Visitor Management Energy Management Remote Operation Facility Management Process Integration HVAC Utilities Security Elevator People Circul. Audio Visual Voice & Data Industrial IT for Performance Buildings Elevator 10 – 20% IP Based Integration Security Integral Meeting Room Utilities Lifecycle Costs HVAC Tradition Solution (or Total Technical Solution) 100% Investment Move Mgmt ERP Performance Building Partnership

pbp Advantages for FM Managers & Operators Move management highly flexible and efficient Administration costs reduced 10 – 20% Controlling/Reporting finetuned Facility Management Remote Operation Energy Management Visitor Management Building Portal Lifecycle Costs Integral Meeting Room room management improved asset management improved energy costs optimised Building Portal Energy Management Overall process time reduced Performance Building Partnership

pbp Advantages for Tenants Administration Costs reduced Controlling/Reporting finetuned Process Integration Elevator People Circul. Audio Visual Voice & Data Move Mgmt ERP Integral Meeting Room Facility Management Remote Operation Energy Management Rental Security Investment Utilities IP Based Integration HVAC Room Management improved People Circulation integrated Operation transparent Visitor Management Building Portal Energy Costs optimised Building Portal Energy Management Overall Process Time reduced Performance Building Partnership

pbp New Build – The ‘Intelligence’ Factory Environmentally sustainable 1, 100, 000 ft² facility Performance Building Partnership

pbp New Build – The ‘Intelligence’ Factory • 40% less energy compared with a conventional office design • Passive systems and a double-skin exterior wall • Extensive solar shading • Over 5, 000 miles of cable and 1, 850 miles of fibre optics • Over 5 miles of new drains • Over 6, 000 miles of electrical wiring • The building has 13, 000 m² of glass • Computer hall the same size as the Royal Albert Hall • Building materials from sustainable or renewable sources, or can be recycled down the line. • Goods transported internally via electric vehicles Performance Building Partnership

pbp New Build – The ‘Intelligence’ Factory • Thermal modelling throughout • Daylighting and sun penetration analyses throughout • ARM assessment of critical systems • Indoor air quality assessments • Systems integration • Unique design and delivery processes, resulting in: • Savings of 4% of the M&E costs - £ 3. 7 m • Completed 10 weeks early Performance Building Partnership

pbp Refurbishment - Before • Listed building • Poor thermal performance • Poor infrastructure • Limited Landlord interface • Old plant & equipment • Noisy • Excellent views Performance Building Partnership

pbp Refurbishment - After • No BMS • Integrated systems • Local personal control of environment • Remote control & monitoring • Façade enhancement Monitored for 1 year • Energy usage lower than targeted • Facility management improved • User satisfaction higher than other sites • Flexibility validated • Further strategies in place for improvement • Cost benefits validated Performance Building Partnership

The Web Enabled Tenant

pbp Performance Building Design and Delivery Essential Integration Performance Building Partnership

pbp Fundamental thinking on Processes and Projects Processes may be: Highly repetitive e. g. filling beer bottles Containing Physical inventory e. g. car assembly line One-off e. g. construct the first channel tunnel Containing Intellectual inventory e. g. conducting a technical audit

pbp Repetitive processes usually posses characteristics such as: - Combine these axis …. Short and repeated cycles of learning – even if you get it “wrong” from time to time, there will be still many opportunities to get it right. They tend to continue indefinitely in time – for the whole live of a product, - for example the “build a Volkswagen Beetle” process repeated through millions of cycles!! Physical inventory By contrast, the Once-through end of the continuum is the world of the Project. Here other characteristics are apparent: - There is constant opportunity for learning, improvement and innovation – the first “build a Volkswagen Beetle” cycle was probably very different from the last! The clear implication of the above is that management approaches and techniques which work well in a They are bounded in time – often with a World fixed deadline – thereafter, the project Highly repetitive process may not work in a project process. cease to exist One-off will repetitive we must use tools, of Rather, approaches and philosophies They happen only once – the vast of management which are appropriate to the process in of projects have an element of majority Projects uniqueness – whilst this does not which we are working. preclude learning from other projects, it means that the opportunity to continuously learn is very different from that in repetitive processes Intellectual inventory There is a serious consequence to getting them wrong – since they happen only once they must be right first time – the only time!

pbp Traditional Scientific Management thinking • Adam Smith in the Wealth of Nations (1776) introduced the concept of specialisation of Leads us to labour structure work into logical routings • In the Industrial Revolution by specialist Frederick Winslow Taylor functions showed how organisations could improve performance by structuring work into functions

pbp Traditional Scientific Management thinking leads us to seek efficiency improvements by squeezing the specialist functions Start Operation Operation 1 2 3 4 5 6 But Scientific Management was introduced at times of rapid industrialisation to enable For many years we focussed on unskilled labour to beof every improving the efficiency deployed in repetitive physical inventory Individual operation: • Time & Motion Study processes!! Finish • Invest in new machines • “Supervise” people to work harder We believed this would optimise performance

pbp Key Message: - • Designing & improving work processes for 21 st century ‘knowledge intensive’ projects following scientific management thinking may not be helpful !!!

pbp Now consider that in the world of projects - when we start on a new project: At the start the end point may be very clear or very unclear & ‘foggy’ & our route to that end point may be very clear or very unclear & ‘foggy’

pbp End point Clear Example: In researching new science, We may have a clear goal to achieve (“room temperature Super conductivity”). How to get there, or even if it is possible is unclear, This is a “Quest – maybe for the unattainable. Example: Building another Travelodge, we are clear what the result will look like and our route is well known. Success is largely a matter of sweating the detail and ensuring the logistics are well managed. This is rather like “Painting by Numbers” Route unclear Route clear Example: - In exploiting the Amazonian Rain Forest, we will take a few tentative steps in the direction of a general Goal. Then we will take stock and re-assess our next move. This is very much as you might do if you were “Walking in Fog. ” When “Making a movie” the methods, and techniques used are pretty much the same. The artistic worth of the result however greatly varies according to the skill of the director and crew End point unclear Acknowledgement: - Eddie Obeng: “The project leaders Secret Handbook J Rodney Turner; Project Based management

pbp End point Clear End Point Clear but Route Unclear Danger Zone Project soaks up resources in the hope of reaching the desired result End Point Clear and route clear Now we can methodically and carefully ‘paint by numbers’ Route unclear Route clear End Point Unclear and Route Unclear Apply Systems Thinking Learn to walk in the fog End point unclear End Point Unclear but Route clear Danger Zone Project consumes resources – everyone busy doing what they know – for no shared purpose Acknowledgement: - Eddie Obeng: “The project leaders Secret Handbook J Rodney Turner; Project Based management

pbp Systems Thinking • Inherent to Systems Thinking is the concept that it is the relationship between the parts of the real-life complex situation, rather than the parts themselves, that are essential to the outcome. • Any activity that adds cost and not value creates waste More than a toolkit – it is a completely different way of thinking about the design and management of work

pbp The Feelings in a Typical Project Level of energy / investment to get project right Search for the guilty Punish innocent Promote the uninvolved Contractual letters start Panic Chaos Disillusionment Claims and Counter claims Vague concern Wild Enthusiasm Uninformed optimism Time Contracted end date

pbp The Events in a Typical Project Deadline looms – ‘all hands to help’ Level of energy / investment to get project right Wasteful activity on site, waiting, rework, solution compromised Every player focussed on own objective Budget overspent, margins erode, Contractual letters start Claims and Counter claims Lessons Learned Site works commence Information & Knowledge on ‘need to know’ Never again!! Will work with different people next time! Split project into packages Time Contracted End Date

The Opportunity Curve Potential to add value via integration pbp Involvement stage in traditional relationships Area of “wasted potential” Evaluation Adapted from Baker Hughes Inteq Concept design of product & process Detailed design Execution Follow-up - lessons learnt

Change the Shape of the Project via Integration pbp Level of energy / investment to get project right Collaborative Working & Problem Solving Establish and agree ways of working Collaborative planning Develop shared understanding of project goals Mobilisation - Educate in ways of working, demonstrate via leadership Controlled project completion Time Contracted End Date Rapid Establishment of a High Performance Project Team

pbp Integration Processes MUST bring: • Immediate pace and focus for the project • Early identification & visibility of issues, risks, assumptions at a stage when influence can be exercised • Shared understanding of the project objectives • Clear agreements on roles and responsibilities • Insights into this project teams strengths and weaknesses + coping strategies • Common language for relating to typical project challenges • Environment for people to work together creatively, operating with clarity and cohesion • Framework for the project team to communicate with stakeholders